The First 90 Days: Proven Strategies for Getting Up to Speed Faster and Smarter, Updated and Expanded

Watkins’s narrative methodology in The First 90 Days is primarily informed by his extensive experience in the field of leadership transitions, management consulting, and executive education. Watkins adopts an action-oriented narrative methodology in crafting his framework for leaders taking on new roles. This methodology reflects the tone of the book, which is a practical guide designed to help leaders manage the critical initial phase of their transition effectively. The choice of this methodology is informed by the text's subject matter, as it aligns with the practical challenges that leaders face when entering new roles.

Watkins’s action-oriented methodology involves a blend of his personal action research (a circle of simultaneously taking action while measuring the impact of change), organizational psychology, and experiential learning. It combines elements of qualitative and quantitative analysis, but it focuses on real-world application. The primary benefit of this methodology is that it offers a structured approach for leaders to follow when transitioning into new roles. It provides a systematic and tested framework for analyzing a situation, identifying potential pitfalls, and taking concrete steps to ensure a successful transition. This action-oriented approach is beneficial for leaders who need tangible guidance and strategies during these critical periods. Nevertheless, one limitation of Watkins's methodology is that it presents a simplified version of leadership transitions by offering a step-by-step guide. While this is practical, it does not encompass the full range of unique challenges that leaders in different industries or contexts could face.

The choice of this methodology can be attributed to the practical nature of the book. As Watkins is primarily concerned with providing actionable insights for leaders, an action-oriented methodology aligns with the book's objectives. It reflects his years of consulting and working with leaders in transition, during which he honed his approach. His methodology is a response to the real-world needs of leaders facing the challenges of new roles.

The methodology is also influenced by the broader field of leadership development and organizational change. Watkins draws from established management theories, leadership models, and psychological principles to inform his methodology. This integration of various perspectives makes it a more comprehensive guide for leaders. Watkins action-oriented methodology bridges the gap between theory and practice, grounded in established concepts.